FastGlow’s collapse left behind both viable assets and non-viable structures. GreenGlow’s acquisition did not attempt to restore the company as a whole. It focused on preserving what still worked while allowing eroded governance and the brand to end.

The value of the acquisition came from selectivity, not recovery. What was carried forward was operational capability. What was left behind was the failure itself.

When revenue drops and payroll is due in two weeks, how leaders respond reveals what they believe keeps the company alive. Compliance thinking vs. fidelity thinking produce radically different outcomes.

Sterling Distributors distributed counterfeit medications to patients through legitimate pharmacies for months after regulators confirmed the products were fake. The FDA's warning letter addressed Sterling's violations—but not the systematic vulnerabilities that enabled the operation and remain unaddressed.